Sentences with phrase «change in management at»

I've experienced two years of dealing with a sea change in management at my firm and am still working toward the «promise» part.

Unless we have a change in management at the Fed, where they are not trying to manipulate markets through their words, but maybe one that said little and acted quietly, like the pre-1986 FOMC, they really aren't worth listening to.

It is proven time and time again at Arsenal, including this season, that we will struggle to win the major honours unless there is dramatic changes in management at the club and the introduction of some truly world class players.

Having struggled for form at Real Madrid and AC Milan, where changes in management at both clubs left the 28 year old unwanted, Huntelaar has re-built his career at Schalke, where he has formed a successful partnership with Spanish veteran Raul.

Not exact matches

A Snap employee told the Times that the company was looking at ways to educate employees on financial management before the IPO, such as bringing in professors from Stanford to talk about how employees» lives can change after working for a company that goes public.

Such statements are based on management's current views and assumptions that could ultimately prove inaccurate and are subject to risk factors such as (but not limited to) changes in raw materials prices, currency fluctuations, the pace at which cost - reduction projects are implemented and changes in general economic and financial conditions.

The employees were introduced to the fundamentals of Robertson's system — covered in detail in «Holacracy: The New Management System for a Rapidly Changing World» — including giving up traditional job titles and working on multiple tasks rather than at a specific job.

A core group of business courses developsskills in management, accounting, leadershipand sustainability, providing a base forthe more specialized, industry - focused content.New changes are afoot at Guelph, too.An MBA in sustainable commerce will soonjoin the other three streams.

Many factors mean that Japan is changing in a structural way and this is not a short term shift,» said John Vail, chief global strategist at Nikko Asset Management.

«The proposal will bring together two of the most experienced and talented management teams in retail at a time when the industry is undergoing rapid change.

Back in July 2012 at the CNBC - Institutional Investor Delivering Alpha Conference, Ackman talked about the big stake he took in Procter & Gamble and then pushed for management changes.

«The finding that generational differences in PWE do not exist suggests that organizational initiatives aimed at changing talent management strategies and targeting them for the «very different» Millennial generation may be unwarranted and not a value - added activity,» they conclude.

In early February, the firm received a response from Vanguard, which Tim Smith, senior vice president at Walden Asset Management, told me included a discussion of Vanguard's efforts to talk with companies about social and environmental issues, but stopped short of saying that Vanguard would actually change its proxy voting practices.

Some of these changes affect management and others are directed at the physical layout of the office, but in order to keep up with new trends, these changes should be implemented.

These risks include, in no particular order, the following: the trends toward more high - definition, on - demand and anytime, anywhere video will not continue to develop at its current pace or will expire; the possibility that our products will not generate sales that are commensurate with our expectations or that our cost of revenue or operating expenses may exceed our expectations; the mix of products and services sold in various geographies and the effect it has on gross margins; delays or decreases in capital spending in the cable, satellite, telco, broadcast and media industries; customer concentration and consolidation; the impact of general economic conditions on our sales and operations; our ability to develop new and enhanced products in a timely manner and market acceptance of our new or existing products; losses of one or more key customers; risks associated with our international operations; exchange rate fluctuations of the currencies in which we conduct business; risks associated with our CableOS ™ and VOS ™ product solutions; dependence on market acceptance of various types of broadband services, on the adoption of new broadband technologies and on broadband industry trends; inventory management; the lack of timely availability of parts or raw materials necessary to produce our products; the impact of increases in the prices of raw materials and oil; the effect of competition, on both revenue and gross margins; difficulties associated with rapid technological changes in our markets; risks associated with unpredictable sales cycles; our dependence on contract manufacturers and sole or limited source suppliers; and the effect on our business of natural disasters.

For example, the expected timing and likelihood of completion of the proposed merger, including the timing, receipt and terms and conditions of any required governmental and regulatory approvals of the proposed merger that could reduce anticipated benefits or cause the parties to abandon the transaction, the ability to successfully integrate the businesses, the occurrence of any event, change or other circumstances that could give rise to the termination of the merger agreement, the possibility that Kraft shareholders may not approve the merger agreement, the risk that the parties may not be able to satisfy the conditions to the proposed transaction in a timely manner or at all, risks related to disruption of management time from ongoing business operations due to the proposed transaction, the risk that any announcements relating to the proposed transaction could have adverse effects on the market price of Kraft's common stock, and the risk that the proposed transaction and its announcement could have an adverse effect on the ability of Kraft and Heinz to retain customers and retain and hire key personnel and maintain relationships with their suppliers and customers and on their operating results and businesses generally, problems may arise in successfully integrating the businesses of the companies, which may result in the combined company not operating as effectively and efficiently as expected, the combined company may be unable to achieve cost - cutting synergies or it may take longer than expected to achieve those synergies, and other factors.

Bill Ackman said his Pershing Square Capital Management hedge fund has taken a position in sportswear maker Nike and has no plans to push for change at the company, Reuters reported on Jan. 25.

A look at the hottest topics in the expense management arena, in which advancing technology changes the game daily....

Following an accounting problem at Molex, the firm's auditors request changes in management.

In a report published on June 13, former U.S. Attorney General Eric Holder, who led Uber's internal investigation, recommended some sweeping management changes at Uber in the wake of its numerous scandalIn a report published on June 13, former U.S. Attorney General Eric Holder, who led Uber's internal investigation, recommended some sweeping management changes at Uber in the wake of its numerous scandalin the wake of its numerous scandals.

Given changes in the business at home — namely CEO Travis Kalanick resigning amid a host of scandals involving sexual harassment and other bad management practices — the company appears to be having a wider thinking of its overall strategy.

Many factors could cause BlackBerry's actual results, performance or achievements to differ materially from those expressed or implied by the forward - looking statements, including, without limitation: BlackBerry's ability to enhance its current products and services, or develop new products and services in a timely manner or at competitive prices, including risks related to new product introductions; risks related to BlackBerry's ability to mitigate the impact of the anticipated decline in BlackBerry's infrastructure access fees on its consolidated revenue by developing an integrated services and software offering; intense competition, rapid change and significant strategic alliances within BlackBerry's industry; BlackBerry's reliance on carrier partners and distributors; risks associated with BlackBerry's foreign operations, including risks related to recent political and economic developments in Venezuela and the impact of foreign currency restrictions; risks relating to network disruptions and other business interruptions, including costs, potential liabilities, lost revenues and reputational damage associated with service interruptions; risks related to BlackBerry's ability to implement and to realize the anticipated benefits of its CORE program; BlackBerry's ability to maintain or increase its cash balance; security risks; BlackBerry's ability to attract and retain key personnel; risks related to intellectual property rights; BlackBerry's ability to expand and manage BlackBerry ® World ™; risks related to the collection, storage, transmission, use and disclosure of confidential and personal information; BlackBerry's ability to manage inventory and asset risk; BlackBerry's reliance on suppliers of functional components for its products and risks relating to its supply chain; BlackBerry's ability to obtain rights to use software or components supplied by third parties; BlackBerry's ability to successfully maintain and enhance its brand; risks related to government regulations, including regulations relating to encryption technology; BlackBerry's ability to continue to adapt to recent board and management changes and headcount reductions; reliance on strategic alliances with third - party network infrastructure developers, software platform vendors and service platform vendors; BlackBerry's reliance on third - party manufacturers; potential defects and vulnerabilities in BlackBerry's products; risks related to litigation, including litigation claims arising from BlackBerry's practice of providing forward - looking guidance; potential charges relating to the impairment of intangible assets recorded on BlackBerry's balance sheet; risks as a result of actions of activist shareholders; government regulation of wireless spectrum and radio frequencies; risks related to economic and geopolitical conditions; risks associated with acquisitions; foreign exchange risks; and difficulties in forecasting BlackBerry's financial results given the rapid technological changes, evolving industry standards, intense competition and short product life cycles that characterize the wireless communications industry.

That was before the 58 - year - old bartender and restaurant server lost her job last year after a management change in food services at Baltimore - Washington International Thurgood Marshall Airport.

Deutsche Bank WM is also pursuing a digital revamp of sorts and the change of leadership at the very top of the bank — John Cryan is out and former wealth management and commercial banking boss Christian Sewing is in — may bode well for the German lender, which has stated on record that it will focus on building its wealth management business in key markets, including Hong Kong and Singapore.

However, we at Morgan Stanley Wealth Management think there is more upside potential as investors begin to appreciate the rate of change improvement in the economy, and importantly, corporate earnings.

Hayden Briscoe, Head of Fixed Income, Asia Pacific, at UBS Asset Management, said in a report just before the Chinese futures launched that «We believe that in the long term this will change how oil is traded globally, create a petro - yuan currency flow, increase the role of the RMB [renminbi — Ed.]

EDMONTON — In breaking the PC promise to ensure that high ranking officials employed by Alberta's boards and agencies are covered by sunshine rules, Prentice is proving that nothing has changed under his management and his PC government will continue to protect the high salaries of government friends and insiders at the expense of transparency and accountability, said NDP Leader Rachel Notley.

They then seek to boost the value of their stakes by putting pressure on management to adopt a change in strategy — such as a spinoff, sale, or other organizational restructuring or changes in capital allocation — aimed at «enhancing shareholder value.»

As Draghi pledged that a decision on policy changes will be announced next month, Jaisal Pastakia, Investment Manager at Heartwood Investment Management comments: «In many ways, the ECB can afford to leave investors «hanging», a situation that would not have been palatable a couple of years ago and an indication of the significant improvement in the fundamental backdroIn many ways, the ECB can afford to leave investors «hanging», a situation that would not have been palatable a couple of years ago and an indication of the significant improvement in the fundamental backdroin the fundamental backdrop.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Dr Lawrence Hrebiniak, Professor of Management in the Wharton School at the University of Pennsylvania, states in his book, Making strategy work: leading effective execution and change: «What's absolutely critical... is that the organization celebrates success.

«In reviewing our long - standing U.S. business in the wake of the many changes taking place, I felt that it was time to find our way back to a more traditional import partner who placed a strong emphasis on personalized relationships, who held professionalism to the highest level and who was committed to the highest standard of brand and people management possible,» commented Philippe Colin, Proprietor and Winemaker at Domaine Philippe ColiIn reviewing our long - standing U.S. business in the wake of the many changes taking place, I felt that it was time to find our way back to a more traditional import partner who placed a strong emphasis on personalized relationships, who held professionalism to the highest level and who was committed to the highest standard of brand and people management possible,» commented Philippe Colin, Proprietor and Winemaker at Domaine Philippe Coliin the wake of the many changes taking place, I felt that it was time to find our way back to a more traditional import partner who placed a strong emphasis on personalized relationships, who held professionalism to the highest level and who was committed to the highest standard of brand and people management possible,» commented Philippe Colin, Proprietor and Winemaker at Domaine Philippe Colin.

Cooking for Change will bring together high school students from the food management program at Lima Senior High School and the culinary arts program at Apollo Career Center to design and develop a healthy eating initiative that will reduce obesity rates in Lima and Allen County.

The change in ownership and managements encouraged the development of an aggressive growth strategy aimed at assisting the brand in growing successfully.

Sustainable water management is at the heart of producing more food with less resources in an increasingly complex environment due to climate change.

This study looked at genetic (varieties) and management (row spacing and nitrogen) options to minimise the impact of climate change, using rain - out shelters to control rainfall; the results provided a platform to model wheat production in future climates.

Most recently he worked in supply change management and finance at Flagstone Foods, a division of Treehouse Foods in Minneapolis.

Nevertheless, that's Mourinho's management style and he's unlikely to change at this point in his career.

If we start this season with those two in our starting 11 it will be a clear sign from this organization that nothing has changed and that we will never get it right until both Kroenke and Wenger are gone... neither one of these players should still be with our club at this point because they represent the settling half - measures that have plagued this team for a number of years... this is what I call the «no man's land» of the soccer world, where teams don't have enough talented young players, unlike a Monaco or Dortmund, because they have lost the plot from an organizational standpoint... they are so reliant on one individual to run the whole operation that their once relevant scouting department has become so antiquated that it can no longer find those hidden gems it once had... furthermore, when you leave all decision - making to a manager who despises any dissenting opinions, your management team becomes little more than a stagnant group of «yes men» and no new ideas emerge... so instead of developing a team with the qualities necessary to excel in a particular system, you continually make half - brain purchases year after year to stifle dissent from the ticket - buying public, then try desperately to finagle together a lineup regardless of what would make positional sense... have you ever heard of a team who plays players out of position so often... of course not because that manager would likely be fired and never work for a team of any consequence ever again

nice to see you crawl out of your hole just in time to offer your 2 cents worth once again... unlike yourself I started following this team long before Wenger arrived on the scene and will continue to do so long after he's gone... in his earlier years I admired the cerebral elements he brought to the EPL, which at that point was more brutish than beautiful, and I respected the seemingly tireless efforts of Arsene, Dein & staff to uncover and develop talent without sacrificing the product on the field... likewise I appreciated that such a youthful manager wasn't afraid to bring strong personalities and / or world - class players into the fold without being fearful of how said players would potentially undermine and / or dilute his authority... unfortunately this all changed about 10 years ago and culminated in the removal of all our greatest players, both young and old, without any real replacements coming in... from Henry to RVP to Fabergas and Nasri, it was easy to see that this club was no longer interested in competing at the highest levels... instead of being honest, minus the ridiculous claims regarding the new stadium, Wenger chose to side with management and in doing so became the «front man» for this corporation pretending to be a world - class soccer club... without the «front man» this organization would have been exposed numerous years earlier, so his presence was imperative if the facade was to continue... it's for this reason and more that I despise what this once great man and Kroenke has done to my beloved club... the gutless, shameful and manipulative way they have treated the fans, like myself, is largely indefensible and this is why I felt it necessary to start offering my opinion in a public format... trust me, I resisted the temptation for many years but as long as the same shit continues to exist I will voice my opinions and if you don't like it maybe you should look for a different team to pretend to follow

@Wall2Wall But surely it's there for all to see that it's happening, that's the important issue.Im not saying Gazidis did not deserve the criticism he was getting at the time, but that «Catylis For Change» statement was a bold and gutsy thing to say as he was putting his own neck on the line, which is something the management and board of this club have never been prepared to do in the past.

The only way the squad would be refreshed would have to follow a change of the manager, Wenger is Wenger (which IS AFC at this point in time), while things are as they are regarding organization and management, what you see is what you get: same ol, same ol...

Deluded manager plus greedy board has created a crisis at arsenal with third rate players being paid first rate wages to keep them loyal and drugged up fans like yourself overdosing on 4th place high... True fans want change when they see the club going in wrong direction not a string of drug crazed platitudes from tribal loyalists who are so deluded themselves that they actually believe the blame for the crisis lies with the people who have been pointing to its causes... Do you think financial crises only happen because people start warning about overlevaraged banks, the speculative and fraudulent behaviour of their overpaid employees and the indulgence of their massively overpaid senior management... Pathetic comment

They know how a change of management has every chance of destabilizing our club, especially with a club that utilizes it's youth teams so heavily and the manager in charge is at the forefront of bringing young players through.

at 23 he is still maturing and surely he will be top class if there is a change in management.

Why are any of us surprised what was said at the AGM no one really grills anyone and it's the same questions asked about a lousy 3 million that went to one of Stans company for management fees or something who cares about pocket change, and every year the management are always saying that they have confidence in the team to do well and yes they do up to a level

Every team in the world changes the management to inject fresh ideas and keep up with the times but at Arsenal it is the same thing every season but expecting different results.

We are caught in the catch 22 else we would have heard something positive from above MR is caught between supporters and high management / owners but he has to come out of it and change the way he conducts his approach to situations in front of him and become the 12th man chelsea antonio conte did very well tonight I must admit I am a fan as I watched him conduct Italy at the euros and now tonight with chelsea he is the 12 man and after watching the opening matches of the premier league I think it is going to be between city chelsea united for the pole position i know its to early to call but the matches down the road between Chelsea and Liverpool and united and city should give us a better insight but i think conte might just run away with it Arsenal again will face another tough match Leicester as they lost at the weekend too they will have to pull their socks up at home the liverpool match should awaken every one at the Arsenal and the Leicester meeting wont be easy but it might just turn our boys to real warriors

Alexis just wants to be a winner and whilst such ambition may not be shown on the pitch, I think with assurances of change in management and players, Sanchez may commit for at least another year.

For me it is a chronically problem because no one from the top management will ask him to do so, and he himself, his pride won't let him step down before his contract run down believing that he still have the quality to perform in higher stage as he did before... I say the fans should have their words... straight at the end of the season, we should all demand changes and I don't really care the way it should be done...